State Highway Asset Management Plan

Transcription

1 State Highway Asset Management Plan This plan describes the services that our state highway system provides now and in the future, how we intend to manage the assets we use, and how we intend to fund the work that is needed.

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3 State Highway Asset Management Plan NZ Transport Agency October 2011 ISBN (online) ISBN (print)

4 Copyright information This publication is copyright NZ Transport Agency. Material in it may be reproduced for personal or inhouse use without formal permission or charge, provided suitable acknowledgement is made to this publication and the NZ Transport Agency as the source. Requests and enquiries about the reproduction of material in this publication for any other purpose should be made to: Manager, Information NZ Transport Agency Private Bag 6995 Wellington 6141 The permission to reproduce material in this publication does not extend to any material for which the copyright is identified as being held by a third party. Authorisation to reproduce material belonging to a third party must be obtained from the copyright holder(s) concerned. Disclaimer The NZ Transport Agency has endeavoured to ensure material in this document is technically accurate and reflects legal requirements. However, the document does not override governing legislation. The NZ Transport Agency does not accept liability for any consequences arising from the use of this document. If the user of this document is unsure whether the material is correct, they should refer directly to the relevant legislation and contact the NZ Transport Agency. More information NZ Transport Agency Published October 2011 ISBN (online) ISBN (print) If you have further queries, call our contact centre on or write to us: NZ Transport Agency Private Bag 6995 Wellington 6141 This document is available on the NZ Transport Agency s website at

5 Page i Foreword The state highways, valued at $25 billion, are an essential asset for the productivity of New Zealand. They provide efficient and reliable travel to almost half of all vehicle traffic and 70% of freight traffic. We run 24/7 services to ensure that traffic flows well and we respond to events as soon as we can. This plan covers maintenance, operations and improvements provided by the NZ Transport Agency, making it a complete picture of how we operate, maintain and improve the network in order to continue to deliver its vital role safely and efficiently. It closes out a step change in our work that was highlighted by the Office of the Auditor-General, while also incorporating our Customers First approach, which links customer input from focus groups and consultation with the Automobile Association (AA) and the Road Transport Forum (RTF) with our programmes of works. While the State Highway Asset Management Plan is just a document, we will be aligning our everyday work with its guidance in order to deliver true value. This is a challenge for us to make a meaningful difference in better achieving our targets. To do this we will require another step change in order to align all our efforts only where we can demonstrate a clear need for work as well as the efficiency of the work. We look forward to demonstrating the practice. Colin Crampton Group Manager of Highways and Network Operations for the NZ Transport Agency

6 Page ii Contents Foreword... i Contents... ii 1 Introduction... 1 Scope Services we provide to customers... 3 Strategic and governmental background... 8 Customers First... 9 Engaging with our customers... 9 Timeframe Technical service targets Proposed service achievements, programmes and funding Service offer Proposed programmes Funding State highway network and services Services Working with others Transport demand Short- and medium-term demands Long-term demands Traffic demand Responses to demand Programme response Performance issues Statement of intent issues Safer Journeys Efficient and reliable journeys Social and environmental responsibility Value for money Risk management NZTA risk management Managing state highway risks Other significant risks... 44

7 Page iii 8 Prioritising activities Developing and delivering a targeted programme Apply prioritisation processes Providing a reliable state highway network Meeting increased demand Pavements and surfaces Structures Drainage Traffic services and other assets The proposed programme Funding Alternative programmes Ensuring state highways function well 24/ Maximising network capacity Managing events and incidents Improving the state highway network The proposed programme Programme benefits Funding for improvements Disposal of redundant assets Implementing the State Highway Asset Management Plan Planning Prioritisation and programming Procurement Delivery Links between plans State highway plan Other asset management plans Planned business improvements Business improvement Asset information management Valuation State highway network valuation How we value the state highway network Appendix National programme... 92

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9 Page 1 1 Introduction New Zealand s state highway network is extensive and diverse. Although it is only a small part of the country s total road length, it carries the majority of its traffic and is a vital contributor to the country s economy. Accordingly, the assets and expenditure of the NZ Transport Agency (NZTA) are significant and require robust management. The primary business of the NZTA is to assist road users to plan and make trips across the state highway network as reliably and safely as possible for the minimum longterm cost. The State Highway Asset Management Plan describes how our network of assets provides these services now and in the future, and how we effectively and efficiently manage them. This plan draws on the more detailed Regional Asset Management Plans. It informs our different audiences, such as NZTA staff and the NZTA Board, the Ministry of Transport, road user groups and stakeholders, and the government, about our objectives and how we will achieve them. It links our high-level statutory and strategic objectives with our day-to-day business processes, operations on the network and our investment decisions. Taking an asset management approach also means that we recognise the consumption of assets over time. It helps us better understand the longer term implications of decisions we make about assets today and helps to ensure costs are incurred at the optimal time now and in the future. Scope The State Highway Asset Management Plan covers the infrastructure assets that form the state highway network, including carriageways, structures, drainage features, traffic facilities and lighting, traffic management and other services. It covers all forms of expenditure, beginning with capital investment and including the operation, maintenance, renewal and disposal of assets. This asset management plan is set out according to the flow shown in figure 1.1. This is the framework we use to make asset management decisions. The process starts with the services offered to customers using the state highway network, and considers the current and future demand on the network, its performance and the risks to those services, all of which inform how we prioritise our actions. This process is used to build our maintenance and renewals, operations, improvements and disposal plans, which comprise the state highway programme. Then we consider how we ensure the programme is delivered to target and how we can improve our process before the next cycle begins. The State Highway Asset Management Plan forecasts our long-term capital and operational funding needs, enabling the government to plan for adequate provision. The plan provides a robust, 10-year forward works programme

10 Page 2 Figure 1.1 The NZTA s State Highway Asset Management Plan Note that the numbers in figure 1.1 relate to the sections in this document.

11 Page 3 2 Services we provide to customers Services we provide to customers State highway network and services Transport demand Performance issues Risk management Prioritising activities State Highway Programme 3 Planned business improvements 15 Implementing the SHAMP 13 Disposal of redundant assets 12 Improving the state highway network 11 Ensuring state highways function well 24/7 10 Providing a reliable state highway network 9 Linkages between plans Valuation Asset information management The services the NZTA provides to customers are led by statutory requirements and strategic direction from the government, in particular from the Government policy statement on land transport funding 2012/ /22 (Government policy statement). This direction feeds into the NZTA strategies and associated documents that address our strategic priorities (such as improved safety, reliable journeys and freight efficiency), including the Statement of intent, the Investment and Revenue Strategy, the draft State Highway Network Strategy and the draft Network Access and Use Strategy. Figure 2.1 State highway programme inputs Government long-term outcomes NZTA SoI impacts Customers First values Value for money SHAMP Priorities and service targets State highway programme We developed the service targets for this plan by integrating the Statement of intent impacts and customer service values. These are shown in table 2.1. However the State Highway Network Strategy and our long-term level of service targets are still to be finalised.

12 Page 4 Table 2.1 Customer-focused service targets covering network performance Targeted service State highway classification National Strategic (High Volume) National Strategic Speed environment High speed (100km/h motorway/ expressway, km/h rural, 50 70km/h urban) High speed (80 100km/h rural, 50-70km/h urban) Journey time reliability Reliable & improving, RoNS substantially complete by 2021 Improved traffic operations Targeted capacity improvements to release full benefits of prior investment Reliable, some moderate improvement Targeted capacity and passing opportunity improvements on corridors Passing opportunities Good opportunities, typically provided by multi-lane roads or passing lanes Good opportunities, typically provided by multi-lane roads or passing lanes Access control Controlled/ limited expressways, limited access/tightly managed other roads Controlled/ limited access and generally tightly managed Traffic management Proactive management, through intelligent transport systems (ITS), traffic control centres Proactive management of holiday and other events/incidents Safety performance rating Generally 4 star safety rating, some 3 star accepted 3 to 4 star safety rating Road width Width supports speed environment Width supports speed environment Intersections Grade-separated intersections on busiest lengths. Widely spaced intersections Widely spaced intersections Road safety improvements Targeted prevention of crashes and protection from harm Targeted prevention of crashes and protection from harm in high-risk areas Condition Proactive management of low noise, smooth, high friction surfacing as needed, pavement integrity Proactive management of typically skid resistant, smooth, high friction surfacing as needed, pavement integrity Maintenance intervention Prevention of failures, rapid response to make safe & repair faults Prevention of failures, proactive management of faults

13 Page 5 State highway classification Regional Strategic Regional Connector Regional Distributor Moderate to high journey speed (typically 70 90km/h rural, 50km/h urban), targeted speed to suit topography Current speed environments maintained when safe (typically 60 90km/h rural, 50km/h urban), targeted speed to suit topography/ road configuration Current speed environments maintained when safe, (typically 50 80km/h rural, 50km/h urban), targeted speed to suit topography/ road configuration Reliable, minor congestion accepted in peak traffic periods Targeted capacity and passing opportunity improvements on corridors Mostly reliable, but will be predictable with the public informed of expected changes. Moderate peak congestion Specific improvements targeted at high-priority bottlenecks Predictable, some time of day/season variability accepted. Moderate peak congestion Specific improvements targeted at high-priority bottlenecks Targeted passing lanes on highvolume routes, targeted passing opportunities where topography warrants Current configuration maintained, targeted passing opportunities where topography warrants Current configuration maintained, targeted passing opportunities where topography warrants Local access limited and carefully managed for journey time reliability & safety Access minimised but permitted as long as it is safe and has little impact on journey time reliability Access minimised but permitted as long as it is safe and has little impact on journey time reliability Targeted event/incident management Targeted event/incident management Targeted event/incident management 3 to 4 star safety rating 2 to 3 star safety rating 2 to 3 star safety rating Width supports speed environment Width and speed environment compatible Width and speed environment compatible Current configuration generally maintained Current configuration generally maintained Current configuration generally maintained Targeted at high-risk areas. Safety upgrades for high-risk intersections Specific improvements targeted at high-risk locations. Emphasis on education & enforcement, speed management Specific improvements targeted at high-risk locations. More emphasis on education & enforcement, speed management Active management of high skid resistance, treatment of out-ofcontext roughness, pavement integrity Prioritised renewal programme Current pavements maintained, renewals prioritised Prioritised repairs to make roads safe and allow access Prioritised repair programme Prioritised repair programme

14 Page 6 Figure 2.2 State highway classification

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16 Page 8 Strategic and governmental background Statutory requirements The NZTA complies with national statutory requirements such as the Land Transport Management Act 2003, the Resource Management Act 1991 and the Government Roading Powers Act Government policies The draft Government policy statement describes the government s 10-year plan for land transport. Overall, the government wants a state highway network that is better used, more efficient, less congested and safer, and that supports economic growth. Other recent documents, such as Connecting New Zealand and the National Infrastructure Plan 2010, provide a broader context for the Government policy statement. NZTA strategies The NZTA has a number of guiding strategies surrounding government direction and the State Highway Asset Management Plan, including the Network Planning Strategy and the Investment and Revenue Strategy. Statement of intent The Statement of intent (the NZTA s agreement with the government) lists eight desired impacts for long-term improvement from all transport providers and state highways. Table 2.2 Desired impacts for long-term improvement in Statement of intent Desired impact Key progress indicator Target 1. Better use of existing transport capacity Number of vehicle kilometres travelled per network kilometre (vkt/km) Increase 2. More efficient freight supply chains Average daily measured weight of freight vehicles (tonnes) Increase 3. A resilient and secure transport network Number of resolved road closures with a duration of 12 hours or longer Decrease 4. Easing of severe urban congestion Number of minutes delay per kilometre during morning peak Auckland Decrease 5. More efficient vehicle fleets Average diesel and petrol consumption (litres) per 100 vehicle kilometres travelled Decrease 6. Reduction in deaths and serious injuries from road crashes Number of road deaths and serious injuries per 100 million vehicle kilometres travelled Decrease 7. More transport mode choices Percentage of survey respondents who consider public transport as a good option for all of their work or study trips in Auckland Increase 8. Reduction in adverse environmental effects from land transport Diversity of macro invertebrates, eg insects, found in receiving environments (macro invertebrate community index) Increase

17 Page 9 Safer Journeys The government s road safety strategy, Safer Journeys, was released in It identifies issues of high, medium and continuing concern. The strategy is based on a Safe System approach that recognises human fallibility and vulnerability and envisions a safe road system that protects humans from death and serious injury. As a key partner in the Safer Journeys strategy, our work involves improving and managing the network to help prevent crashes, and monitoring and assessing crashes that do occur in order to track trends and improve our prevention strategy. The ultimate goal is to reduce the number of deaths and serious injuries from road crashes. This decline is occurring and is forecast to continue. We work to improve the network to reduce the number of crashes on state highways (by focusing on the three key crash types run-off road, head-on and intersection). These include improving geometric design, providing adequate roadsides, assisting driver behaviour, and providing quality, skid-resistant surfaces to aid braking, improve grip and reduce aquaplaning. Customers First Our customers expectations of our services are continually growing and we must respond, focusing capital and operational activities on areas that deliver maximum effectiveness. To better understand the needs of our customers and combine their views with our planning, we developed an engagement programme called Customers First. Its aim is to identify the key outcomes customers want and incorporate these expectations in our overall strategic intent. This allows us to identify both the best actions to undertake and where best in the country to deliver them. Engaging with our customers We use a number of methods to engage with our customers, including user satisfaction surveys and targeted stakeholder engagement on specific plans and proposals. Our stakeholders include national organisations, local and central government, and community groups. Our largest stakeholders (the Automobile Association and the Road Transport Forum) were consulted during the development of the State Highway Asset Management Plan.

18 Page 10 Our customer segmentation model identifies different customer groups and appropriate methods of engaging with them: neighbours: consultation and the suite of customer services offered by the NZTA suppliers: forums and commercial arrangements key stakeholders: regular relationship meetings road users: market research approach in the form of our Customers First project, which aims to encourage regular engagement. Customer-focused values Through the engagement with our customers we identified a series of customer values that our customers associate with the state highway network. These values are in addition to bottom-line expectations, such as the state highway network being available whenever they want to make trips. These customer values and bottom-line expectations together identify our customers expectations of the state highway network. We were able to group these values into three categories: safer journeys efficient and reliable journeys social and environmental responsibility. Customers expectations By combining the feedback from different customer and stakeholder groups we are able to better understand and even measure our customers views on both what values are more important than others and how we are currently performing in those areas. This in turn allows us to validate our planning, and gives us insights into how best to improve overall customer satisfaction. From this we developed a strategy map (figure 2.3) that shows for each customer value: where our customers want us to be the green bar where we are now the orange bar where we will be in 10 years the red bar. Based on our offering we identified the NZTA s actions for each customer value (see figure 2.3). This will feed into the technical levels of service against which we can monitor our work. Where targets are not currently being achieved, there is a service gap that is addressed through our actions, as identified in this State Highway Asset Management Plan. What we offer on the state highway network is based on the network s importance to our customers, our knowledge of the network and its ability to contribute to our customers expectations (eg through limited funding). At times we will meet our customers expectations, and at others we have set targets that are above or below their expectations, due to our detailed understanding of the contribution each value makes towards the NZTA s overall objectives.

19 Page 11 Figure 2.3 Customers First strategy map

20 Page 12 Table 2.3 Achieving our customer-focused values Customerfocused values NZTA actions that will achieve the value outcomes Link to impact statement in Statement of intent Safer journeys Safe systems We will adopt and embed the Safe System approach to reduce high-severity casualties by reducing the frequency of crashes on the state highway network. 6. Reduction in deaths and serious injuries from road crashes Safe roads We will maintain the road surface and roadsides so they are safe to drive on, reduce high-severity crashes and are more forgiving of driver error. Safe speeds We will manage speeds on our network appropriate to the conditions and environment, by providing users with road markings, signage, speed limits and other information to safely drive the network. Injury prevention We will adopt and embed the Safe System approach to reduce high-severity casualties by reducing the severity of outcomes of those crashes that do occur on the state highway network. Driver education We will provide drivers with messages on conditions and risks and work with our partners to educate road users about safe driving to encourage compliant and safe road use. Driver enforcement We will work with our partners who carry out enforcement of those drivers who endanger other state highway users. Efficient and reliable journeys Journey time Transport options We will work to ensure customers can complete a journey within an expected time and in an efficient manner. We will deliver priority access to assist alternative transport options, thereby helping to reduce car volumes. 7. More transport mode choices 1. Better use of existing transport capacity Alternative routes Roadworks Event management We will ensure the maximum availability of the state highway network. We will minimise the number and duration of planned roadworks closures and minimise the impact of them during heavy traffic periods (eg long weekends). We will manage planned and unplanned events and clear incidents in a timely manner to minimise disruption across the state highway network. 3. A resilient and secure transport network 2. More efficient freight supply chains 4. Easing of severe urban congestion Traffic management We will work to ensure the duration of a trip between any two points in any urban area is consistent from day to day, whether on a motorway or another type of state highway, at any given time and circumstance. Real-time information We will deliver accurate, intelligible and accessible on-road and pre-trip traveller information, informing customers of their travel options and the levels of service they can expect on the state highway network.

21 Page 13 Customerfocused values NZTA actions that will achieve the value outcomes Link to impact statement in Statement of intent Social and environmental responsibility Customer service Community engagement We will provide appropriate customer service and respond to our customers in a timely manner. We will consult and engage with communities affected by our activities and be clear on our future plans. NZTA requirements under the Land Transport Management Act 2003 Community stimulant We will ensure state highways respond to community priorities and deliver expected services, including public amenities and local priorities and peculiarities around walking and cycling, schools, etc. Contextsensitive design Environmental management We will ensure state highways meet the urban design protocol and requirements of the Historic Places Trust. We will work to keep state highways free from graffiti and litter and meet all consent requirements under the Resource Management Act 1991 and encourage use of sustainable products. 8. Reduction in adverse environmental effects from land transport Vehicle emissions We will work with our partners to minimise vehicle emissions. 5. More efficient vehicle fleets Timeframe We will work towards these service targets over the next 10 years. Our current plans include major projects (mainly projects relating to the roads of national significance RoNS) that will address the most significant service gaps, and many smaller projects, not all of which have been identified. The programme is likely to change over time as our strategies are updated, as customers expectations change, as growth pressures shift, and in response to the economic climate, performance results and changes in the environment. Where it is appropriate to the scale of the investment decision, we aim to predict the effect of such changes in advance. We will use the strategy map concept, and the State Highway Network Strategy and the Network Access and Use Strategy once they are finalised in 2012, as a reference for future consultation on the outcomes our customers want us to provide. Technical service targets Technical service targets are precise, quantified indicators used to establish the expectations of suppliers and to monitor performance in detail. Example: Road surface condition index, indicating how much deterioration has occurred We use state highway classifications and the location and function of roads to guide what appropriate facilities we provide. On tourist routes, we ensure that adequate rest areas are provided, while on expressways we concentrate on providing safe and efficient travel. In urban areas we meet the urban design protocol while maintaining facilities and services.

22 Page 14 Meeting our service targets Some state highway assets may be performing at a level above or below the minimum specified, in which case we must understand the reasons for the gap and identify how best to close it. Where we are providing a service different from that specified, we will prioritise works to provide a controlled change in services. We monitor achievement of our technical service targets to identify the need for work. As customer expectation develops and our technical processes improve, we gradually change our technical service targets. Over time, trends in these measures will form a robust basis for assessing our management of the network. As we improve about 2% of the state highway network each year, the services offered on most state highways will typically be similar from one year to another.

23 Page 15 3 Proposed service achievements, programmes and funding Services we provide to customers State highway network and services Transport demand Performance issues Risk management Prioritising activities State Highway Programme 3 Planned business improvements 15 Implementing the SHAMP 13 Disposal of redundant assets 12 Improving the state highway network 11 Ensuring state highways function well 24/7 10 Providing a reliable state highway network 9 Linkages between plans Valuation Asset information management This chapter summarises our focused and achievable proposed service offer for the operations, maintenance, renewals and expansion of the state highway network. More detail is provided in chapters The expenditure associated with these programmes must fit within our allocated budgets, and chapter 8 offers more detail on our prioritisation process to achieve this. Service offer The State Highway Asset Management Plan takes the principles of the Draft State Highway Network Strategy and Draft Network Access and Use Strategy and converts them into work programmes through our customer values into our high-level service targets. These set state highway performance targets that link to customer benefits relating to safety, journey time and environmental values. We maintain and renew the existing network to ensure it works as well as it can, and use operations and improvements to meet gaps in our service performance. Proposed programmes Our asset operations, maintenance, renewals and capital programmes for the three-year period commencing 2012/13 are summarised below. The contents of each of these programmes are discussed in further detail in each of their associated sections.

24 Page 16 Maintenance and renewals We will rehabilitate 504 kilometres and reseal 3617 kilometres of state highways in the next three years. We will also maintain and renew structures, drainage and traffic services assets. This programme will generally maintain current levels of service, although the quantities of repairs will increase, particularly on low classification state highways. Operations We currently actively manage 29% of state highway traffic, allowing relief to our most congested networks. We will continue to do this through advanced traffic management systems, advanced traveller information systems, improvements to major tunnel management systems, and improved enforcement of non-compliant vehicles. We plan to expand these services to our other high-traffic urban networks that could benefit from these active operations. Improvements We will improve the network by delivering the types of projects shown in table 3.1. Table 3.1 Network improvements over 3 and 10 years, by project type Project type 3-year programme (millions) Indicative 10-year programme (millions) Essential infrastructure $100m $240m Roads of national significance $2500m $9300m Optimisation projects $120m $455m Safety improvements $250m $1000m High-productivity motor vehicle routes $45m $75m Other improvements providing significant benefit $350m $2200m These types of improvement will be targeted along the roads of greatest need. They will help us achieve the following 10-year benefits. Table 3.2 Ten-year benefits from indicative state highway improvement programme Fatal and serious injuries saved Travel time savings in net present value Average programme benefit cost ratio per year after the 10th year $14 billion 3.51

25 Page 17 Programme It has been our standard practice over recent years to over-programme the improvement programme. This has been done to good effect and has allowed us to manage our programmes to the set financial targets by: allowing us to react to time-related risk events that delay the progress of planned activities, by having other projects ready to substitute compensating for general over-optimism by anyone in the supply chain, often referred to as optimism bias (things often take longer than you think they will). Taking this approach also allows us to manage down towards year-end, rather than having to try to accelerate in the fourth quarter to make full use of funds. Table 3.3 National state highway programme Programme types /13 (millions) 2013/14 (millions) 2014/15 (millions) (millions) Maintenance 9 Maintenance and renewals Renewals 9 Maintenance and renewals Network operations 10 Ensuring state highways function well 24/7 Improvements 11 Improving the state highway network $710m $242m $246m $252m $739m $600m $185m $186m $190m $561m $82m $28m $29m $29m $86m $900m $1,100m $1,300m $3,300m Total $1355m $1,561m $1,771m $4,686m Funding The 2012 Government policy statement indicates that we must continue to tightly control and target our spending to achieve economic productivity and growth from our work. Indicative levels of funding for future years are shown in the Government policy statement across our main activity classes, and we will continue to work within these in delivering our programme. In order to deliver maximum value for money, we have considered alternative maintenance and renewal programmes, with differing levels of funding and consequence for the levels of service delivered to our customers. These are discussed in chapter 9. The improvements programme we have developed delivers benefits as soon as it can within the funding available. In developing our programme, we have assumed the following: future network growth 2.5% each year inflation 3.0% each year targeted efficiency changes will accrue remaining regional funding is allocated by the time periods required. The funding available for the state highway programme will be confirmed when the National Land Transport Programme (NLTP) is adopted in mid-2012.

26 Page 18 4 State highway network and services Services we provide to customers State highway network and services Transport demand Performance issues Risk management Prioritising activities State Highway Programme 3 Planned business improvements 15 Implementing the SHAMP 13 Disposal of redundant assets 12 Improving the state highway network 11 Ensuring state highways function well 24/7 10 Providing a reliable state highway network 9 Linkages between plans Valuation Asset information management The state highway network is a significant national asset, made up of $25 billion worth of physical structures, including 11,367 kilometres of roads, 4238 bridges and 1438 kilometres of barriers. While our state highways make up only 10% of New Zealand roads, they transport 50% of the country s traffic. As well as constructing, monitoring and servicing the physical infrastructure, the NZTA delivers a suite of network services that help the roads cope with the increasing numbers of people travelling on them maximising the return on our investment in assets. These services are delivered proactively, to increase the benefits to customers (be they related to travel time, journey reliability, safety or driver comfort) without constructing new roads, or reactively, in the form of identifying and reacting to failures in an efficient, standardised way. We work with other network operators and transport agencies to provide these services across the network.

27 Page 19 Figure 4.1 New Zealand state highways New Zealand state highways 11,367km of road 4238 bridges 1438km of barriers 50% of all vehicle traffic 70% of freight traffic

28 Page 20 Services Optimising traffic We use a number of tools and techniques to understand and optimise traffic flow, including: regular engagement with customers event and traffic management (eg lane control, ramp metering), and travel demand management (eg public transport, regional hub solutions) monitoring of the movement of dangerous goods detection and enforcement of speeding, overweight and over-dimensioned vehicles, and incorrect use of restricted routes, while minimising the impact on compliant vehicles automated solutions to enhance crash prevention and post-crash investigation. The NZTA operates national traffic operations centres in Auckland and Wellington, which play a vital role in day-to-day travel experiences. The centres manage our urban networks, coordinate responses to incidents and emergency events, and manage traffic signals, CCTV cameras, tunnel operational systems and variable message signs throughout the country. While our assessment criteria are not as comprehensive as we would like, we know anecdotally that our current services provide significant benefits, and we are looking to extend them to more of the network. We intend to manage more of the network actively and to work with local authorities to ensure consistency across the network, and to assess the efficacy of this work. Ensuring safe journeys The NZTA has a duty to the public and to those working on our roads to provide notice of any hazards. The Code of practice for temporary traffic management defines the signs and processes around road hazards and is used by all road controlling authorities in New Zealand. To prevent negligent behaviour, we also keep a register of persons qualified to manage the safety of work on roadways. Managing incidents Incidents, emergencies and weather events can significantly affect network services. We use our Coordinated Incident Management System to manage responses to incidents that involve multiple agencies (eg police and ambulance services). We respond to incidents on the state highway network both reactively and proactively: Crashes or other unplanned incidents require traffic operations centres to notify emergency and repair services, contact radio stations and update websites. At the same time, staff and contractors on the ground put up signs and implement detours when required. Events such as large concerts and sporting events involve preparatory work, such as displaying signs, and venue and project liaison. This ensures the safe and congestion-free movement of spectators. For our most complex networks we have prepared a number of management responses. These responses reflect the controls and communications required for different levels of incident. This means when an expected incident occurs on our network our staff can use these responses to quickly put in place the required controls to minimise the adverse effects on the traffic using our network.

29 Page 21 Weather monitoring Through our partnership with the MetService, 41 stations across the country forecast and monitor the weather. This information is used to manage roads and keep them open as long as possible during winter. Real-time information We help users plan their journeys each day by providing real-time information via: a freephone service for information on closures and delays message boards displaying travel times websites showing traffic incidents and conditions (distributed by other agencies) traffic alerts to cellphones and addresses radio bulletins. With our contractors, we provide contact centres to receive fault notifications from customers and distribute related information back to them. Land-use development We manage the number of access points across the network appropriate to classification, and ensure all points meet high standards for location and design. We do this by working with our neighbours and local councils on safety issues and new developments. About 60% of our network is gazetted as a limited access road, the legislation for which requires us to license all access points (eg driveways) and to set appropriate conditions for their use. We have a robust process for approving any new accesses to our network. When considering developments, we work with developers to ensure that accesses are in the safest possible locations and that the development will not have undue effects on our network. Working with others We work with other network operators and transport agencies to coordinate our activities to ensure maximum total gain for users. With Auckland Transport we have established the Joint Traffic Operations Centre, which enables us to take a one network approach to managing traffic on the entire Auckland network, not just the state highways.

30 Page 22 5 Transport demand Services we provide to customers State highway network and services Transport demand Performance issues Risk management Prioritising activities State Highway Programme 3 Planned business improvements 15 Implementing the SHAMP 13 Disposal of redundant assets 12 Improving the state highway network 11 Ensuring state highways function well 24/7 10 Providing a reliable state highway network 9 Linkages between plans Valuation Asset information management In order to know what state highway services will be required in the future, we must understand the factors that affect transport demand and how they are likely to change. Shifts in demand tell us where we should increase or decrease our levels of service. We regularly and carefully monitor the current situation in order to forecast future demand. Demand on the network is influenced by regional, national and global factors such as oil prices, economic trends, population and demographic shifts, and climate change. These affect future demographics, current backlogs and network pressure points issues that influence our work when there is insufficient capacity to accommodate the growth in traffic without further intervention. Issues such as population growth, economic growth and vehicle technology are all categorised as either strategic or tactical issues and are managed by the State Highway Network Strategy and/or the State Highway Asset Management Plan.

31 Page 23 Short- and medium-term demands Population growth and demographic change Figure 5.1 Population by region, ,950, Total population 1,450, , , ,000 Northland Auckland Waikato Bay of Plenty Gisborne Hawke's Bay Taranaki Manawatu-Whanganui Wellington Region Tasman Nelson Marlborough West Coast Canterbury Otago Southland 2031 Population change New Zealand s population is expected to grow to 5 million by Most growth will be concentrated in the upper half of the North Island, particularly in Auckland, Waikato and the Bay of Plenty. Major metropolitan areas are expected to experience higher residential densities, with associated higher levels of congestion. Economic growth and changes in freight requirements We track economic growth predictions for their possible implications for state highway freight traffic. Freight traffic affects the weight capacity of our roads, and in some cases (eg the Auckland Hamilton route), width of roads. Over the next 30 years, metropolitan freight will be dominated by small, highfrequency shipments on increasingly congested networks. In rural areas, moving primary products from farms to ports and airports will continue to dominate. It is critical for the country s economic health that state highways are able to meet freight demands, and the highway classification system reflects this. The highest classification roads those that provide for significant freight movement will receive a high level of route security and service from the NZTA.

32 Page 24 Vehicle dimensions and mass changes The NZTA has approved the use of high-productivity motor vehicles on routes where there is demand and high uptake. This recent legislative change will allow larger and heavier trucks on the network, increasing wear and resulting in shorter asset lives and increased replacement costs. This will likely be restricted to existing freight routes or localised short-haul highway sections. Figure 5.2 Demand for high-productivity motor vehicle permits based on applications received

33 Page 25 Auckland new relationships and growth challenges While the NZTA s short-term focus is the success of the new Auckland Council and Auckland Transport, the significant long-term transport challenges of worsening congestion and a growing population will need to be addressed to ensure Auckland is a globally competitive city. Freight capacity is another issue: national estimates indicate significant increases in the volume of future freight movements over the next 20 to 30 years. Dealing with these issues will require innovative funding and investment approaches by the NZTA and Auckland Transport to bring about network improvements on both state highways and local roads. Other metropolitan areas Other cities have their own demand issues. The topography and limited availability of routes in and out of Wellington affects road users in that city, and roads of national significance (RoNS) projects and tunnel investigations are underway in response. Hamilton is an increasingly important transport hub, and until the Waikato Expressway and the Southern Links are completed, the existing state highway network into and through the city will need to manage the increasing conflicts of local and intraregional traffic. Tauranga s population of 120,000 is predicted to grow to 200,000 by 2051; this growth, combined with the transport impacts of the Port of Tauranga, is a key transport issue to be balanced there. In response, the NZTA is constructing the Tauranga Eastern Link road, part of the RoNS programme. The Christchurch earthquakes caused major transport network disruptions, and re-locations of people, schools and business resulted in changed travel patterns and traffic congestion. The most noticeable change has been the increase in orbital movements on the western side of the city, including the ring road and the state highway western corridor. This supports the current and future importance of the Christchurch RoNS projects. As the Christchurch re-build gains momentum, there will be increased activity on routes with debris removal, transport of building material and construction services. We will continue to work closely with our partners, the Christchurch Earthquake Recovery Authority, Christchurch City Council and the Stronger Christchurch Infrastructure Re-building Team, to minimise traffic disruptions. Urbanisation and land-use planning The NZTA works closely with local government and other stakeholders to integrate future land uses with transport planning. We undertake demand and capacity modelling on a multi-modal network-wide basis, allowing us to identify the roles of each transport service and provider for meeting the demands of that network. Tourism State highways on specific tourist routes have a number of factors that we must consider, understand and manage to meet the demands of tourists and local traffic alike: For tourists, both international and national, the journey is an important part of their New Zealand experience (not just the destination). And predictable travel time is important to ensure they can catch their plane or ferry or arrive at their intended destination when they expect. Drivers may wish to make scenic stops, so we work with local landowners and councils to provide suitable amenities. Tourists are often driving on unfamiliar roads that must be safe and self-explaining for their travel. Distances between New Zealand towns are greater than many tourists are used to. We try to inform drivers of distances until they can next stop for fuel or a comfort break.

34 Page 26 Drivers of camper vans often travel slower on state highways and this can lead to driver frustration. Education about driver courtesy and providing opportunities for other vehicles to pass is an important consideration on tourist highways. Tourism is a significant area of economic growth and makes an important contribution to the New Zealand economy. This is recognised within the state highway classification system. Long-term demands Vehicle technology Advances in vehicle technology have greatly improved road safety. Future advances may further continue this trend, leaving customers to view journey time improvements as a more important element of our role. Further, vehicle fuel efficiencies may mean that oil price increases and environmental concerns do not have such a significant impact on transport users travel choice. Technological change implications for customer service Changes in technology are accelerating, and customer and business demand for customised service offerings and real-time information is likely to increase. Traffic demand Historic demand Figure 5.3 Traffic growth on state highways 25,000 Million vehicle kilometres travelled 20,000 15,000 10,000 5, Year Although we have experienced significant increases in traffic over the last 20 years, this has slowed over the last three to five years. Average growth over the last 10 years has dropped from 21% overall and 31% for heavy vehicles, to 2.3% and 2.4%, respectively, over the last five years. However in the last year heavy vehicle trips have increased by 5%, indicating a recovery from the 2008 recession. Heavy vehicles make up approximately 8 9% of vehicle kilometres travelled, and this has risen steadily in the last 20 years. The tonnages moved are a significant measure of economic production. Monitoring heavy vehicles is important to state highway capacity and safety, and such vehicles have a significant impact on road structural deterioration. Recent methodology developments have allowed us to calculate reasonably accurate annual figures for the network pressure from heavy vehicles.

35 Page 27 Current demand The NZTA has a comprehensive traffic-monitoring methodology to assess traffic volumes, vehicle types and vehicle weights on the state highway network. Approximately 80 sites around the country provide information on seasonal variation patterns and measure peak-hour traffic flows. Four of these sites weigh vehicles at normal traffic speed, providing data on axle, axle group and gross vehicle mass. Some 1400 portable short-duration traffic-counting sites collect data one to four weeks each year, and about 120 continuous count sites are managed by regional contracts. Figure 5.4 Traffic volume, 2011

36 Page 28 Figure 5.5 Freight generated by region, and 2031 (with 20-year forecast) Total flows originating in region (m tonnes) Northland Auckland Waikato Bay of Plenty Gisborne Hawkes Bay Taranaki Manawatu Region Wellington Tasman/ Marlborough West Coast Canterbury Otago Southland Source: Ministry of Transport, NZ Transport Agency and Ministry of Economic Development (2008) National Freight Demands Study, page vii, Future demand These traffic forecasts were derived considering the demand for and capacity of other transport networks and services. We expect significant differences in growth between areas. In our 30-year forecast, the upper North Island is expected to grow at the greatest level, in line with the population changes and economic growth in the Auckland, Waikato and Bay of Plenty regions. We also expect significant growth in traffic volumes around major population centres in the Hawke s Bay, Wellington, Christchurch, Dunedin and Queenstown. Each region assesses the effects of future growth and changes in demand on its local network, with national transport planning support. These assessments are presented and discussed corridor by corridor in the Regional Asset Management Plans, which identify performance deficits that then trigger a programme response. The national perspective is built up from the regional assessments and responses. These forecasts are based on the growth on the network continuously over the last 5 to 10 years. However we recognise that there are a number of issues that may mean that these forecasts may not materialise. These include: oil price volatility, technological change and national and local land use patterns that may change and adjust to responses to changes in the global economy and markets.